Risk Manager – IPND Stage 3 - GP• Process initiation: Co-ordinating and mediating with client to establish their risk appetite and hence define the controls for conducting qualitative risk analysis.• Guiding the client and developing on their behalf a structured approach to risk escalation to allow risks to be formally escalated within their organization.• Representing F+G, but also assisting F+G's client (GPT) in their discussions as they escalated risks to their client the UK MoD.• Monitor and Control: Over the duration of the contract approximately 300 risks were identified. Most were identified with the first 100 days, and actions were taken to close 80% of those risks over the duration of the project, although many risks, whilst mitigated will remain open until the contract ends (Such as the impact of not paying subcontractors on time). • Weekly and monthly Risk Review Board were set up including a monthly meeting between GPT and UK MoD which I set up and mediated each month.• For a small subset of selected risks, conducted Quantitative Analysis

Program Manager - Biometrics Directorate • PMO:Active member of core PMO design team providing direction and driving the design of the enterprise wide PMO roll-out.Mandated PMO training for all Project Managers within the Biometrics Department.• Reporting to Management:Designed a program wide Weekly Status Report for Biometrics Directorate, and ensuring that all Project Managers took ownership of delivering full weekly reports.Flowed open information upwards to the directors and CEO (good news/bad news!)• MentoringRisk Manager - Biometrics Directorate • Tailored a set of best practice Risk Management process and created the associated presentation materials for the needs of the TCC Biometrics department. Conducted multiple training classes on Risk Management with entire Biometrics Department and established the risk appetite of the Directorate• Risk Manager for establishing context based on project and client needs, assessing (Identifying, analyzing and evaluating) and responding to (Avoiding, mitigating, transferring, or enhancing) risks across all projects within my portfolio as a program manager• Identified contingency plans, and ensured organization understanding of residual risks based on the risk appetite• Personally responsible for escalation and resolution of risks which required attention outside the scope of the project teams, by working across the boundaries between organizational lines of business• Drove the escalation and resolution of risk requiring significant ("C Level") intervention such as delivery of unbudgeted Coop environments, establishment of Help desks, redundancy of underground fiber-optic links between locations for Active-Active environments, and standardization of Architectures across organizations• Ensuring protection of Confidentiality, Integrity and Availability• Established the widest possible interaction with stakeholders, including involvement in risk management with Government client and all TCC’s subcontractors

US Army PMO Development – Pentagon, Washington DC, and other North Virginia Army locations• Played a key role in developing the PMO for US Army Information Technology Agency (ITA).• Oversight of Change Management, License Management, SharePoint Services and Issuance processes and procedures for ITA.• Provided guidance for improving the Risk Management Processes and for executing Risk Management for ITA.• An active committee member driving the establishment of Risk and Change Management Review Boards.

Acting Program Manager / Risk and Issue Management SME – TETRA Oversight PMOEmployed as the risk manager, but deployed to Saudi Arabia as the “Acting” Program Manager for the PMO, I established the “boots on the ground” in Riyadh, KSA. Lead the team to create and deliver a full set of PMO Project Plans and Status reports to the customer in compliance with the MOI requirements. Worked directly with the customer to formalize the requirements.• Set up the initial team deployment in Kingdom of Saudi Arabia, included all logistical considerations. (Housing, Transportation, HR overseas requirements)• Conducted hiring of remainder of team, including the full time Program Manager• Tailored the RiskMagic risk register and Risk Training Presentation (see Publications and Copyrights below).• Fast-tracked the startup of the Risk Review Board with initiation of Risk Management processes.• Coached Client in Risk Management and Project Management best practices. • Created and delivered Risk, Communication, and Stakeholder Management Plans.

Risk Management SME – Harris - Proposal generationDeveloped the methodology and graphics for documenting risk management processes and risk reports within proposals at Harris IT Services (HITS) Risk Management section author for all Harris proposals valued from $10M – $800M Risk Management consultant for most proposals and IDIQs ranging from $1M - $10M Developed highly tailored risk process definitions for each proposal based on Sections L, M and PWS Performed Risk Identification, Assessment, Response Planning across entire proposal, based on sections L, M and PWS as required. Conducted brainstorming and Delphi approaches to information collection Generated tailored risk management planning “Process Flow and Governance” graphics for proposals Generated risk description graphics for proposals emphasized the improvement derived from risk response planning Performed internal risk evaluations and created slides for Bid/No-Bid decisions by senior management Actively participated in Pre-Pink, Pink, Red and Gold team reviews whenever risk plans were not required on a proposal

Project Manager / Risk Manager – US Department of Homeland Security - Customer Relationship Management Division (CRMD)Developed a highly acclaimed customer focused risk management process for CRMD. Conducted training for all management levels. Rolled out Risk Management and Integrated Master Schedule across all projects.• Developed client specific data capture, and data presentation process.• Enhanced program performance visibility by automating reporting for over 30 separate projects.• Interfaced with 15 project managers and numerous engineers weekly to maintain concurrency and ensure accuracy of information.• Designed a successful and highly visible traffic light reporting for senior management.• Coached all levels of management in risk management.• Designed and developed risk identification, risk management execution and risk management monitor and control processes for use across multiple projects.Consultant/Risk Management SME - US Department of Homeland Security – Transportation Security Administration (TSA)Developed and executed the Risk Management Plan and developed the Configuration Management Plan.• Developed and presented Risk Management Training to all levels of management.• Designed and developed risk identification, risk management execution and risk management monitor and control processes.• Developed Risk Management Plan and Configuration Management Plan.

Program Portfolio Manager– Forest Service, USDAEnsured Customer Satisfaction in multiple IT engagements within the Forest Service.• Identified, developed and implemented Engagement Management processes where no processes had existed before.• Assisted Forest Service with implementation of many new (for them) initiatives such as Engagement Management, Risk Management, Change Management, System Development Life-Cycle (SDLC), and Certification and Accreditation (C&A). • Managed portfolio of 20 concurrent accounts, focusing on continuously improving client/customer satisfaction across all accounts.

Project Manager – NTIA/FSMS Project – Dept of CommerceCommunicated with DoC Management, Status Reporting, Staffing Management and Contractual Communication for the Federal Spectrum Management System (FSMS) at the Department of Commerce. Analyzed requirements analysis, interviewing senior DoC staff to solicit requirements (UML, RUP, Rational, Use-Case, Iterative design, Requisite Pro).• Built team of 10 staff to perform the initiation phase of the FSMS Project.• Lead successful 1 year contract extension by identifying new scope, increasing contract size 25%.• Created new Project Management Office (PMO) including separate Project, Risk, Quality, Configuration, Change Control and Communication Management Plans.• Managed the creation, integration and execution of Measurement and Analysis Plan, Procurement Management Plan, Iteration Plans and Requirement Management Plan. • Utilized Earned Value Management techniques to provide Monthly COTR Financial Reporting.